USMC AUSMC AUSMC AUSMC AVIATIONVIATION“A“ADVANCINGDVANCING ANDAND SSUSTAININGUSTAINING WWARFIGHTINGARFIGHTING CCAPABILITIESAPABILITIES””

LtCol Jack AbateHQMC ASL

Deputy Commandant for Aviation (DC/A)Deputy Commandant for Aviation (DC/A)Deputy Commandant for Aviation (DC/A)Deputy Commandant for Aviation (DC/A)“Assists CMC in planning and coordinating staff 

activities on all matters related to 

OrganizationOrganizationEquipmentEquipmentManpowerManpowerTrainingTrainingSupportSupport

of Marine Corps aviation units and installations; 

advises the CMC on systems acquisition and Joint matters related to aviation; 

ensures Marine Corps aviation supports

DC / AVN      DC / AVN      ensures Marine Corps aviation supports 

Expeditionary Maneuver From the Sea  AND is aligned with the overall Naval Aviation Program.”

APDivision

Plans, Policies, and Requirements

ASDivision

Systems and Support

APX

DC/A runs Marine Aviation

Slide: 2

HQMC Aviation Organizational ChartHQMC Aviation Organizational ChartHQMC Aviation Organizational ChartHQMC Aviation Organizational Chart

“The Hallway”

CMC

Pentagon DCA

ADCA SES(Vacant)

ASMASL AABAPXAPWAPP

APP‐2PROGRAMS & FACILITIESTACAIR AVIATION AVN FAMILY OF ADMINISTRATIVEPROGRAMS &

BUDGET

APP‐3PLANS &POLICY

FACILITIES

AVIATION GROUNDSUPPORT

AVIATIONMAINTENANCE

TACAIR

ASSAULTSUPPORT

MANPOWER

HQMC ATCO

SYSTEMS TTF

COMMAND &

FUNCTIONS

SECURITY

APP 4

AVIATION SUPPLY,ORDNANCE & AVIONICS

COMMAND & CONTROL (TACC,TAOC, DASC, ATC)

AVNLOGINFO SYSTEMS

APP‐4FUTURE PLANS

AND TTF

SYSTEMSINTEGRATION

AIRCREWPROGRAMS

STRATEGIC PLANS

Advise and represent the DCA on all aviationAdvise and represent the DCA on all aviation‐‐related programsrelated programsSlide: 3

Current Operational CommitmentsCurrent Operational CommitmentsUDP TAI/Fwd DeployedOEF MEU (31st, 22nd , 13th)

Current Operational CommitmentsCurrent Operational Commitments(det)

(det) (det)

(det)(det)

(det)(det)

4 CH‐53ECJTF‐HOA(det)

Squadrons supporting deployments = 23 (37%)

UDPOEF MEU (15th* , 11th)

(det)

TAI/Fwd Deployed

(det) (det)

( , )

(det)

TAI/Fwd Deployed

(det) (det)

Squadrons in Work‐Up = 20 (32%)Total Deployed or Next to Deploy

(det)

(det)

(det)

(det)

4 2011 Marine Aviation Tactical/Flying Active Duty = 62 Squadrons

(det)

*15th MEU to deploy in August 2012Slide: 4

Marine Aviation TransitionMarine Aviation Transition

KC‐130 T/J KC‐130J

Today End State

Marine Aviation TransitionMarine Aviation Transition

CH‐46E MV‐22B 

AH‐1WUH‐1N

AH‐1ZUH‐1Y

Notional Image Notional Image

ISR ServicesSHADOW

STUASGroup‐4

CH‐53ECH‐53D CH‐53K 

F/A‐18AV‐8BEA‐6B

F‐35B JSF

Slide: 5

Program IOC / Program IOC / FOCsFOCsg /g /

MV‐22

KC‐13OJ

UH‐1Y

MV 22

F‐35B

AH‐1ZIOC

FOC

1st MEU Deployment

1st USMC A/C Delivery

1st USMC Squadron

RQ‐21

F‐35C

1st USMC Squadron

RQ‐21

MCTUAS(Group‐4)

24

2005 2010 2015 2020 202504 06 07 08 09 1211 13 14 16 17 18 19 2221 23

TODAY

CH‐53K

Slide: 6

Fighting theFighting the CampaignCampaignFighting the Fighting the CampaignCampaignUtilization rate 2.2  X  WSPD

For each year that an HMH is committed to OCO/HOA, each of its aircraft uses 2.2 years of aircraft life

Utilization rate 2.6  X  WSPDFor each year that an HMLA is committed OCO, each of its aircraft uses 2.6 years of aircraft life

Utilization rate 1.4  X  WSPDFor each year that an VMM is committed to OCO, each of its aircraft uses 1.4 years of aircraft life

For each year that a VMA is committed to Utilization rate 1.1  X  WSPD

Utilization rate 2.9  X  WSPD

OCO, each of its aircraft uses 1.1 years of aircraft life.

Each year, the two VMFAs committed to OCO/TAI utilize 2 9 years of aircraft life for each aircraft

Utilization rate 3.4  X  WSPD

utilize 2.9 years of aircraft life for each aircraft.

For each year that a VMAQ is committed to OCO, each of its aircraft uses 3.4 years of aircraft life

Measuring engagement:  the cost and the valueSlide: 7

Aviation Combat ElementAviation Combat Element 20112011Aviation Combat Element Aviation Combat Element 20112011

MAG 14

2ND MAWCHERRY POINT

MAG 31MAG 29MAG 26

3RD MAWMIRAMAR

MAG 11 MAG 13 MAG 16 MAG 39

VMU-2VMU-1

VMU-3

MAG-14CHERRY POINT

MAG-31BEAUFORT

MAG-29NEW RIVER

MAG-26NEW RIVER

VMAQ-1

VMAQ-2 VMM-261 HMH-461

VMM-162 VMFA-115

VMFA-122

MAG-11MIRAMAR

VMFA-232

VMFA-314

MAG-13YUMA

VMA-211

VMA-214

MAG-16MIRAMAR

VMM-161

HMM-163

HMH-366 (CP)

MAG-39PENDLETON

HMLA-169

HMLA-267

VMAQ-3

VMAQ-4

VMA-223

VMA-231

VMM-264

VMM-266

HMLA-167

VMM-263

VMM-365

HMH-464

HMLA-269

VMFA-251

VMFA-312

VMFA(AW)-224

VMFA(AW)-533

VMFA-323

VMFA(AW)-121

VMFA(AW)-225

VMGR-352

VMA-311

VMA-513 VMM-166

HMM-165

HMH-361HMT-302VMMT-204

HMLA-367

HMM-268

HMM 364

HMLA-369

HMLA-469

HMLA-467 (CP)VMM-561

VMA-542

VMGR-252

HMH-462

HMH-465

HMH-466

VMFAT-101 HMT 302

VMAT-203

VMMT 204 HMM-364

HMLAT-303

HMMT-164

VMFAT-501(E-AFB)

4 MAW HQ’s13 MAG HQ’s

1ST MAWCAMP FOSTER

MAG-36FUTENMA

MAG-12IWAKUNI

4th MAWNEW ORLEANS

MAG-49MAG-41MAG-24

K-BAY

VMU-4

78 Total Flying Squadrons

VMFA(AW)-242

FUTENMAIWAKUNI

HMM-262

HMM-265

VMGR-152

MAG-49MCGUIRE

VMFA-112

MAG-41FT WORTH

VMGR-234 VMGR-452

HMM-774HMM-764 HMH-772 (-)

HMLA-773

K-BAY

HMH-362

HMH-463

HMH-363

VMFT-401 YumaSlide: 8

Aviation Combat Element Aviation Combat Element 20162016

MAG-14CHERRY POINT

2ND MAWCHERRY POINT

MAG-31BEAUFORT

MAG-29NEW RIVER

MAG-26NEW RIVER

3RD MAWMIRAMAR

MAG-11MIRAMAR

MAG-13YUMA

MAG-16MIRAMAR

MAG-39PENDLETON

VMU-2 VMU-1

VMAQ-1

VMAQ-2

VMAQ-3

VMM-261

26

HMH-461

16

VMM-162

VMM-263 HMH-464

VMFA-115

VMFA-122

VMFA-251

VMFA-232

VMFA-314

VMFA-323

VMFA-211

VMA-214

VMA-311

VMM-161

VMM-262

VMM-165

HMH-366 HMLA-169

HMLA-267

HMLA-369

VMAQ-4

VMA-223

VMA-231

VMA-542

VMM-264

VMM-266

HMLA-167

VMM-365

HMLA-269VMFA-312

VMFA-224

VMFA(AW)-533

VMFA(AW)-121

VMFA(AW)-225

VMGR-352

VMA-513 VMM-164

HMH-361

HMH-462

HMH-465VMFAT-101 HMT-302 VMMT-204

VMM-268

VMM-364

HMLAT-303

HMLA-469

HMLA-467

VMFAT-501

VMFA-332

VMFA-212

VMGR-252HMH-466

1ST MAW

3 MAW HQ’s13 MAG HQ’s

79 Total Flying Squadrons

VMAT-203

4 JSF squadrons

1ST MAWCAMP FOSTER

MAG-36FUTENMA

MAG-12IWAKUNI

MFRNEW ORLEANS

MAG-49MCGUIRE

MAG-41FT WORTH

MAG-24K-BAY

79 Total Flying SquadronsVMU-3

VMU-4

VMU-5Add due to 202K growth / FSRG

Moving / relocating units

VMFA(AW)-242 VMM-363

VMM-265VMGR-152

CGU

VMFA-112

O

VMGR-234 VMGR-452

VMM-774VMM-764 HMH-772

HMLA-773

HMH-463

VMFT-401 Yuma

HMLA-367

VMM-166

VMM-163

Slide: 9

SituationSituationSituationSituation• Experiencing Most Conservative Fiscal Environment• Naval Aviation Costly & Marine Aviation is 40% of Naval AviationNaval Aviation Costly & Marine Aviation is 40% of Naval Aviation• Maintaining Future Combat Readiness Requires Efficient and Effective Resource Utilization – Readiness is Not a Pretense to Justify Wasteful Behaviors

• Current Readiness (CR) Process Within the NAE Provides Framework for Addressing Readiness Issues Within Each Type/Model/Series (TMS)o Given Financial Constraints, can Still Maintain High State of Readiness by: 

O t Effi i tl E Aff d bilit Operate Efficiently; Ensure Affordability Share Successes / Best Practices Across Enterprise Obtain Help from Enterprise

• Marine and Navy Aviation Structured Differently, but Can Learn from y y,Each Other’s Success & Challenges

USMC Will Not Be Wasteful Under Pretext of Preserving Operational Effectiveness

Slide: 11

USMC AviationUSMC Aviation: : ‘In Transformation’‘In Transformation’

BLUFBLUF

USMC AviationUSMC Aviation:: In TransformationIn Transformation

BLUFBLUF

Understanding the Journey

Sustain Gains

Implement Tools

Focus on Completing and Sustaining  Transformation

Slide: 12

Understand the JourneyUnderstand the JourneyUnderstand the JourneyUnderstand the Journey

ChallengesChallengeso Wide Spectrum of Performance and Engagement at All Levels

o Education and Preparation for Leaders Requiredo Education and Preparation for Leaders Required

o Activities Require Focus and Alignment

o Engagement of Key Leaders Requires Balance

o Efforts not Owned and Sustained; Transformation Ongoing

o Communication Up, Down, and Across Can Be Improved

Slide: 13

‘The Enterprise Journey’‘The Enterprise Journey’

Recovered unfunded flight hours for training ($33M) More training time More training time i bi b

The nterprise JourneyThe nterprise JourneyMaking a Difference? Making a Difference? YesYes

Efficiencies recovered more than 6,100 hours within the OP‐20 budget   At a nominal $5500/FH, this created more than $33M in training opportunities

Arrested growth in CPH rate h $ /h /

airborneairborne

More money for More money for  1999 ‐2003:  average growth rate was $303/hour/year  2003 ‐2008:  average growth rate was ‐$55/hour/year 2008 ‐2009:  average growth rate was $158/hour/year 

MV 22 Most Recent Success

yyparts, equipment, parts, equipment, labor and fuellabor and fuel

MV‐22 Most Recent Success 26% Cost Reduction: $11,651 CPH in FY10 to $9,670 CPH in Feb 11

Reduced USN / USMC aircraft RFT gap  USN: 7.5% in Oct07 to 6.2% in Oct08 and to 6.3% Sept 10 (absent P‐3C R/S) USN:  7.5% in Oct07 to 6.2% in Oct08 and to 6.3% Sept 10 (absent P 3C R/S) USMC:  33% in Nov07 to 25% in Jun08 to 19% in Mar 11

Developed Maintenance Personnel Readiness metric Measures certifications and qualifications even to the detachment level, truly reflecting 

MoreMore shadows shadows on the rampon the ramp

q , y ga unit’s maintenance personnel overall readiness

Better trained, more qualified workforce to meet any mission

Slide: 14

USMC TOP 5USMC TOP 5(All TMSs)(All TMSs)

(Cost: All USMC)(Cost: All USMC)Mar 11 DataMar 11 DataMar 11 DataMar 11 Data

T- RATING MAINTAINER CORE COMPETENCY

USMC RFT Mar 11 RFT ENT 613.7 RFT ACT 496.0 GAP 117.7

MAR 11

RFT AVAILABILITY AIRCRAFT LIFE MANAGEMENT COST PERFORMANCE

Slide: 15

‘The Transformation’‘The Transformation’The TransformationThe Transformation

• CPI Organizational Level Squadrons throughout Marine Corps (AIRSpeed Prep)• End‐To‐End AIRSpeed Implementation Across Marine Corps Squadrons• Implement Leadership Strategy Process (LSP) Where and When Applicable• Own, Focus, and Align CR Support ActivitiesOwn, Focus, and Align CR Support Activities

o Standardized MALS Metrics Specifically Aligned to Flight Lineo Implementation of Focus Area Metrics Across All TMS’o Successes Replicated across Enterprise

• Advance and Sustain with MALSP II • Recognize, Institutionalize and Sustain Enterprise Successes

o Recognize & Replicate

Slide: 16

‘Tools In Use’‘Tools In Use’

End To End (E2E)

Tools In UseTools In Use

End‐To‐ End (E2E)

L d hi S (LS )Leadership Strategy Process (LSP)

TMS Focus Areas & MALS Metrics

MALSP II

Slide: 17

Understanding CR “Throughput”Understand  the  Understand  the  

yyUnderstand  the  Understand  the  

SystemSystem

O‐LevelGlobal Operations Demand Pattern

Fly Schedule

Core Capable UnitCore Capable Unitwith a global perspectivewith a global perspective

Understand the GoalUnderstand the Goal

Launch

Daily & Turnaround

Sortie (Throughput Generation)

Primary UnscheduledPrimary Scheduled

‐TimeTime

O Level… with a global perspective… with a global perspective

EndEnd‐‐toto‐‐End AIREnd AIRSpeedSpeedTurnaround

Scheduled Maintenance

Set‐up

Look Phase

Fix Phase

Post Phase Turn / FCF

Wash Troubleshoot

Remove

Replace

Ops Check**

Maintenance Activities 

Unscheduled Maintenance

Set‐upMission CapableAircraft

Maintenance Activities*

*Ph d S i l

TimeTime TimeTime

EndEnd toto End AIREnd AIRSpeedSpeedDesigned & aligned to create Designed & aligned to create 

reliable throughputreliable throughput to TMS team to TMS team RFT requirementsRFT requirements

MALS

Test

Repair

Test

SS

Primary Activities:

GSE

TimeTimeTimeTime

TimeTime

Recovery Mission CapableMaint. 

Plan**FCF when required*Phases and Specials

RMS RBARMS RMS

GOAL GOAL Core CapableCore Capable

Community HealthCommunity Health

ICP

Powerplants Airframes Avionics Ordnance

Inspect

ALSS GSE

PC/AMSU

TimeTime

TimeTime

Retrograde

Repair

Test

Primary Activities:

TimeTime

FRCDLA

Core CapableCore CapableUnitUnit

Global PerspectiveGlobal Perspective

USMC TOP 5USMC TOP 5

Unit ReadinessUnit Readiness

Goals vs. Actual Goals vs. Actual (Variance)(Variance)

-5

-3

-1

1

3

5

O N D J F M A M J J A S O

Squa

dron

s

-5

-3

-1

1

3

5

O N D J F M A M J J A S O

Squa

dron

s

Understand how the Understand how the Powerplants Airframes Avionics Ordnance

Inspect

Test

ALSS GSE

PC

TimeTime

Retrograde

USMC TOP 5USMC TOP 5METRICSMETRICS

Cost Per Hour

0.0 K

1.0 K

2.0 K

3.0 K

4.0 K

5.0 K

6.0 K

7.0 K

8.0 K

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May Ju

n

Jul

Aug

Sep

FYTD

Targ

ets

AFMAVDLRFuelContracts

Plan

0

10

20

30

40

O N D J F M A M J J A S O

Sets

/Airc

raft

0

1

2

3

Def

i Squ

adro

ns

Def icit Sqd ns Assigned A ircraf tRFT RB ARFT R eq Fl ig ht l ineFl ig ht l ine R eq

-30-20-10

010203040

O N D J F M A M J J A S O

# of

Airc

raft

IN OUT > OUT >>

TD

–

4.0KTarget

–

2.9K

FYTD

–

4.0KTarget

–

2.9K

CPI = 0.61SPI =  1.19

AC C- 1,2 A CC - 3 AC C- 4 L- 1,2 L-3 L-4

System is MeasuredSystem is Measured

Slide: 18

CR / E2ECR / E2ELogical Progression of CPILogical Progression of CPI –– AIRSpeedAIRSpeed

Integrated and applied in a

Logical Progression of CPI Logical Progression of CPI  AIRSpeedAIRSpeed

Integrated and applied in a logistics chain environment as the system enabler for CR

E2E Starts With Squadron Ops and E2E Starts With Squadron Ops and MaintMaint; Ends With ; Ends With FRC’s,OEMFRC’s,OEM ‘s and Supporting Agencies‘s and Supporting AgenciesSlide: 19

E2E BasicsE2E BasicsE2E BasicsE2E BasicsExpectationExpectation

An Operations ‐Maintenance Team with Cognitive Skills Needed to Perform Effective Time / Resource Management, In An Environment Characterized by Uncertainty and Resource Constraints – Sustained Warfighting Capability Focus

• E2E Alignment is Center Piece to the Success of Marine Aviation’s Transformation Strategyo Focuses on What Inhibits Readiness

y y f g g p y

o Focuses on What Inhibits Readinesso Examines Specific Process That Impact Sortie Generation at: Aircrew Production Flightline Supporting Logistics Chain [Organizational – Intermediate – Depot  (O‐I‐D)]

• Focused on TMS Throughput (Readiness Production / Top Five)• Aligns Processes and Optimizes Performance at :

o Organizational Ops/Maintenance Interface, Aircrew Production Core, O‐I Interface, Weapon System Availability 

and Reliability

o Intermediate Capability‐Based Production, Reliable Replenishment of Mission Sets, Cost Gaps Analysis

o Depot Levels/OEM Induction of Retrograde Closely Aligned to Fleet Demand, Reliable Replenishment  of Mission Sets 

Slide: 20

The GoalAchieving ReadinessAchieving ReadinessA Series of Assembly OperationsA Series of Assembly Operations

Unit that is Mission Capable & Mission Ready

OperationsMaintenanceOMA/IMAExternal resources

f y pf y p

Lines or Mission

Constraining ResourceConstraining ResourceMaximize AvailabilityMaximize Availability

AircraftAircraftAvailabilityAvailability[RFT Sets][RFT Sets] Trained Trained 

AircrewAircrew

RMS SetsRMS Sets RBARBA

UnskedUnsked SkedSkedFuelFuelSupplySupply

Flt EFlt ES&SS&SGSEGSE

/ // /Student AircrewStudent Aircrew

Flight Flight SimulatorSimulatorExploitationExploitation

Maximize UtilizationMaximize Utilization

Trained  Trained  Maintenance Maintenance 

UnskedUnskedMxMx

SkedSkedMxMx

FuelFuelSupplySupplyIMRLIMRL

NDI/WeldNDI/Weld

CONSCONSREPsREPs

Flight ScheduleFlight Schedule

FF

IP/LMI/CCIIP/LMI/CCI (Pilots, LMs, (Pilots, LMs, CCs)CCs)

RANGESRANGES

Student Student MaintainersMaintainers

Personnel Personnel [QCL’s][QCL’s]

CDI /QARCDI /QAR

MALSMALS PBAPBALMLM

FragFrag

Monthly Monthly ProgProg

FragFragPopPop‐‐ups ups (30%)(30%)

BeBe‐‐prepared prepared To’sTo’s

RANGESRANGES

MaintainersMaintainers CDI /QARCDI /QARqualified qualified 

MaintainersMaintainers

Source: VMGR 152 DesignSource: VMGR 152 Design

Airfield ServicesAirfield ServicesTruck DriversTruck DriversPit OperatorsPit Operators

FragFrag(70%)(70%) CalendarCalendar

TEEPTEEPGG‐‐33

Slide: 21

‘Tools In Use’‘Tools In Use’

End To End (E2E)

Tools In UseTools In Use

End‐To‐ End (E2E)

L d hi S (LS )Leadership Strategy Process (LSP)

TMS Focus Areas & MALS Metrics

MALSP II

Slide: 22

‘LSP’‘LSP’Leadership Strategy Process (LSP)

Aligns and Leverages Essential Cross‐Command Interdependencies Into an Integrated TMS StrategyOwned Led and Executed by the TMS Team

LSPLSP

‘Before LSP Alignment’‘Before LSP Alignment’

Owned, Led and Executed by the TMS Team**********************************

ICP OPNAV DLA FRC TECOM

f gf g

APW

PMA

GOALSPMAG

MARFORMAG CNAF NAVAIR OEM

Slide: 23

‘LSP’‘LSP’‘After LSP Alignment’‘After LSP Alignment’

LSPLSP

ICP OPNAV DLA FRC

W

TECOM

APW

PMA

GOALS

MAG

MARFORMAG CNAF NAVAIR OEM

Slide: 24

‘Tools In Use’‘Tools In Use’

End To End (E2E)

Tools In UseTools In Use

End‐To‐ End (E2E)

L d hi S (LS )Leadership Strategy Process (LSP)

TMS Focus Areas & MALS Metrics

MALSP II

Slide: 25Slide: 25

‘Focus Areas‘Focus Areas –– Example’Example’AVAV‐‐8B FY11 Focus Areas8B FY11 Focus Areas

Focus Areas Focus Areas  ExampleExample

Focus Efforts on Reducing Barriers…….Slide: 26

MALS MALS Enterprise Enterprise MetricsMetricsMonthly Metric RollupMonthly Metric Rollup –– Top TierTop Tier

708090100

In‐Reporting Assigned RBA  Standard

14

VMFA(AW)‐224 VMFA(AW)‐533 VMFA‐115 VMFA‐122 VMFA‐251 VMFA‐312

RBA - MC/FMC Aircraft Availability

Monthly Metric Rollup Monthly Metric Rollup  Top TierTop TierNMCS Aircraft

010203040506070

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

10 11

# Aircraft

3

32

2

3

2 2

1

2

1

2

1

2

1

16

8

10

12

# Aircraft

Source: AMSRR

0%10%20%30%40%50%60%70%80%90%100%

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

MC% FMC% CNO MC Goal (73%) CNO FMC Goal (56%)

23 3

13

41

23

32

31 1 1

2 3

1

3

22

10

1

12 1

2

1

1

11

0

0

2

4

May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

I C TRR

Source: Deckplate

LRT/PDT Breakdown AnalysisHi-Pri JCN Effectiveness Top Degrader by Flightline Impact

y g p p

10 1110 11

Source: AMSRRSource: Deckplate

1 12

12

3

22

5

2 2

1

2

1

0

2

4

6

8

10

12

14

16

18

20

Item

 Quantity

Item Count TRR

35539%

54761%

30%

40%

50%

60%

70%

80%

90%

100%

Shelf Response (<1 Day) System Response (1‐20 Days) System Response (>20 Days)

Category Average Time (Min.) Std. Dev. (Min.)LRT (<90 min.) 45.7 25.7PDT (>90 min.) 3450.7 13373.6

LRT (<90 min.) PDT (>90 min.)

0%

10%

20%

30%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

10 11Source: NALCOMIS Source: NALCOMIS Source: NALCOMIS

Slide: 27

‘Tools In Use’‘Tools In Use’

End To End (E2E)

Tools In UseTools In Use

End‐To‐ End (E2E)

L d hi S (LS )Leadership Strategy Process (LSP)

TMS Focus Areas & MALS Metrics

MALSP II

Slide: 28

MALSP IIMALSP IIMALSP IIMALSP IIImplement a demand‐pull vice push system

I l d l l i i h i i i i d i /Implement a nodal logistics chain ‐ operating in a time domain w/ time and physical buffers

Reduce the size of the “Iron Mountain” and associatedReduce the size of the  Iron Mountain  and associated infrastructure

People / FacilitiesPlanning & ExecutionChanges/Benefits

Operate in a time domain 

Rapid/accurate IT enabled Planning

& Execution

Redistribute footprint  across 

nodal logistics chain

Maintenance & Supply Chain System

Leverage transportation

Improve system responsiveness through E2E/CPI & collaboration

Develop Tailored RESP (D ‐ D+30)

Design/Establish nodal 

Reduce in‐theater Acreage/Power 

requirement/Water/Subsistence/ ForceE2E/CPI & collaboration

Selectively deploy maintenance capability and position assets to support buffers & TRR

esign/ stablish nodaldemand‐pull logistics sustainment chain 

(>D+30)

Subsistence/ Force Protection 

Reduce strat liftSlide: 29

MALSP II - E2E AIRSpeed EXPEDITIONARY EXTENSIONFRCs

NAVICPDLA OEM War Time Readiness

Dynamic Demand Pull Logistics Chain Current Readiness

Goal

E2E AIRSPEED AVLOG BUSINESS PROCESS

Core Capable UnitGlobal Perspective

Core Model Training Level

-10

-5

0

5

10

Squa

dron

s

4

-2

0

2

4

L-1 L-2 L-3 L-4Core Model Training Level

-10

-5

0

5

10

Squa

dron

s

4

-2

0

2

4

L-1 L-2 L-3 L-4Core Model Training Level

-10

-5

0

5

10

Squa

dron

s

4

-2

0

2

4

L-1 L-2 L-3 L-4

T-AVB MPF (F) GPP EPUK EDS

ities:

Mission CapableMaint. PlanRMS RBARMS RMS

Test

Primary Activities:Launch

D il & T d

Sortie (Throughput Generation)-

TimeTime

O-LevelGlobal Operations Demand Pattern

Fly Schedule

E2E AIRSPEED - AVLOG BUSINESS PROCESSMALS

FRC O LevelAircraft Availability

0

20

40

60

80

100

120

Oct-06

Nov-06

Dec-06

Jan-07

Feb-07

Mar-07

Apr-07

May-07

Jun-07

Jul-07

Airc

raft

"FL REQ" "FL ACT" " RBA REQ"

"RBA ACT" "RFT ACT"

Aircraft Utilization

-100

-50

0

50

100

150

O N D J F M A M J J

# of A

ircraf

t

IN LIMITS OUT OF LIMITS > OUT OF LIMITS >>

Oct-06

Nov -06

Dec-06

Jan-07

Feb-07

Mar-07

Apr-07

May-07

Jun-07

Jul-07

CM TL- 1 CM TL- 2 CM TL- 3 CMTL- 4

CPH

0.0 K

1.0 K

2.0 K

3.0 K

4.0 K

5.0 K

6.0 K

7.0 K

8.0 K

9.0 K

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun Jul

Aug

Sep

FYTD

Targ

et

AVDLRAFMFuelPlan

Avn Log Elect Req Trng Sys (ALERTS)

-6

-4

O N D J F M A M J J A S O N D J F M

Aircraft Availability

0

20

40

60

80

100

120

Oct-06

Nov-06

Dec-06

Jan-07

Feb-07

Mar-07

Apr-07

May-07

Jun-07

Jul-07

Airc

raft

"FL REQ" "FL ACT" " RBA REQ"

"RBA ACT" "RFT ACT"

Aircraft Utilization

-100

-50

0

50

100

150

O N D J F M A M J J

# of A

ircraf

t

IN LIMITS OUT OF LIMITS > OUT OF LIMITS >>

Oct-06

Nov -06

Dec-06

Jan-07

Feb-07

Mar-07

Apr-07

May-07

Jun-07

Jul-07

CM TL- 1 CM TL- 2 CM TL- 3 CMTL- 4

CPH

0.0 K

1.0 K

2.0 K

3.0 K

4.0 K

5.0 K

6.0 K

7.0 K

8.0 K

9.0 K

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun Jul

Aug

Sep

FYTD

Targ

et

AVDLRAFMFuelPlan

Avn Log Elect Req Trng Sys (ALERTS)

-6

-4

O N D J F M A M J J A S O N D J F M

Aircraft Availability

0

20

40

60

80

100

120

Oct-06

Nov-06

Dec-06

Jan-07

Feb-07

Mar-07

Apr-07

May-07

Jun-07

Jul-07

Airc

raft

"FL REQ" "FL ACT" " RBA REQ"

"RBA ACT" "RFT ACT"

Aircraft Utilization

-100

-50

0

50

100

150

O N D J F M A M J J

# of A

ircraf

t

IN LIMITS OUT OF LIMITS > OUT OF LIMITS >>

Oct-06

Nov -06

Dec-06

Jan-07

Feb-07

Mar-07

Apr-07

May-07

Jun-07

Jul-07

CM TL- 1 CM TL- 2 CM TL- 3 CMTL- 4

CPH

0.0 K

1.0 K

2.0 K

3.0 K

4.0 K

5.0 K

6.0 K

7.0 K

8.0 K

9.0 K

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun Jul

Aug

Sep

FYTD

Targ

et

AVDLRAFMFuelPlan

Avn Log Elect Req Trng Sys (ALERTS)

-6

-4

O N D J F M A M J J A S O N D J F M

MALS

DLA ICP

Powerplants Airframes Avionics Ordnance ALSS GSE

PC/AMSU

TimeTime

TimeTime

FRC

Powerplants Airframes Av ionics OrdnanceInspect

Test

Repair

ALSS GSE

PC

TimeTime

Recovery

Daily & Turnaround

Turnaround

Scheduled Maintenance

Set-up

Look Phase

Fix Phase

Post Phase Turn / FCF

Wash Troubleshoot

Remove

Replace

Ops Check**

Primary UnscheduledMaintenance Activities

Unscheduled Maintenance

Set-upMission CapableAircraft

Primary ScheduledMaintenance Activities*

TimeTime TimeTime

O LevelReliable Throughput Garrison Readiness

MALSFRC O-Levelg p

Demand Pull Logistics

Buffer Management CPISlide: 30

SummarySummarySummarySummary

• USMC Aviation Warfighting Capability; Advancing & Sustaining whileUSMC Aviation Warfighting Capability; Advancing & Sustaining while Transitioning & Transforming

• Successes Realized w/NAE; Room for Growth

• Maintain Successes – Gradually Establish Policies, Wing Ownership / Leadership, Improve Education, & Align Activities

• Take CR to Next Level – CPI at Squadron with Follow‐on E2E and LSPTake CR to Next Level  CPI at Squadron with Follow on E2E and LSP Implementation 

• Sustain the Transformation – Correlate CR to Wing – Identify Ownership Tenets Standardized Metrics Focused to Flight Line TMSOwnership Tenets, Standardized Metrics Focused to Flight Line, TMS Focus Areas, & MALSP II

• Recognize, Institutionalize and Replicate Enterprise Successes

Slide: 31

QQUESTIONSUESTIONS??QQ

“We are assigned and we accomplish a prominent role in every identified core capability… The appetite for Naval Aviation forces is constant and shows no sign of abating... As such, the Naval Aviation Enterprise has never been more relevant or 

more important ”

Unclassified

more important.– Leadership Intent, NAE Strategic Plan 2010‐1017

B kB k UUBackBack‐‐UpUp

Aviation Command and Control PlanAviation Command and Control PlanAviation Command and Control PlanAviation Command and Control Plan

CAC2S G/ATOR AN/TPS-59

Slide: 34

To Achieve MALSP IITo Achieve MALSP IIMALSP II ‐ is a more agile, flexible, responsive expeditionary aviation logisticscapability. Visually, MALSP II differs from MALSP in 3 areas:

MALSP II

To Achieve MALSP IITo Achieve MALSP II

• Implementation of a demand‐pull vice push system• Implementation of a nodal logistics chain• Reduction of the current Iron Mountain 

Th hi d b di t th i f t t th d l h i

MALSP II

These are achieved by spreading out the infrastructure across the nodal chain, aswell as maximizing the utilization of transportation.

IT MALSP II – A comprehensive IT Management System will be developed to fullyh MALSP II f i d id USMC l i i i f ll

IT MALSP II

support the MALSP II concept of operations and provide USMC logisticians fullvisibility and control of RFI and retrograde components needed to support theexpeditionary ACE. The System will fully integrate legacy logistics tools and bedeveloped as part of an overall IT Logistics strategy by 2016 (MALSP II FOC). It willb d l d i t f i il t th t i l dbe deployed into four primary milestones that include:

• Improved Data Exchange Automation• Pack Up Management including SAMMS II functionality• Buffer Management, Analysis, Decision Support, Asset Visibilityg , y , pp , y• Global Asset Visibility

Slide: 35

To Achieve MALSP IITo Achieve MALSP IITo Achieve MALSP IITo Achieve MALSP II

Supply Supply Support Doctrine – In order to achieve MALSP II, the way in which supply

t i id d i i i NAVICP ill l d th d l t f

CSP Program – A robust strategy that supports future Contingency Support

36Support Doctrine

support is provided requires re‐engineering. NAVICP will lead the development ofa re‐engineered supply support doctrine.

CSP Program A robust strategy that supports future Contingency SupportPackage Program (CSP (F)) foals will be developed, supported, and executed with aseamless transition from the current CSP MALSP program. Transition to revisedCSP (F) goals from the existing capability will occur by 2016. Support of current CSPProgram and transition to CSP (F) will be measured and monitored through the

CSP Program

Program and transition to CSP (F) will be measured and monitored through thedevelopment and use of a detailed POA&M, timeline, and CAPs.

MALSP II Enablers – MALSP II enablers include an Expeditionary Delivery andStorage System (EDS), the evolution of the MPP(F) and GPP, and T‐AVB(F). Each ofg y ( ), ( ) , ( )these enablers will be analyzed and appropriate strategies developed to enablethe transition to MALSP II. Other transportation solutions will be investigated, asnecessary, as MALSP II is further defined.

MALSP IIEnablers

Slide: 36